The One Question That Predicts Executive Success

Over the past month, I've had nearly identical conversations with two nonprofit leaders – a Board Chair looking to hire a new Executive Director and Clergy Leader, and an Executive Director trying to fill an Assistant Director role. When discussing their list of prospective candidates, both conversations led to the same question: "How do we know we've found the right person?”

The nonprofit executive hiring process typically focuses heavily on technical expertise, such as strategic planning background, fundraising track record, Board governance experience, and funder relationships. But I’ve noticed that many Boards and hiring committees don't spend as much time assessing something else that’s equally critical: the candidate's self-awareness.

When I talk about self-awareness, I mean a leader's ability to understand their own strengths, limitations, and impact on others. It's also the ability to recognize what types of tasks energize them versus what drains them, how they handle feedback and failure, and whether they can honestly assess their own performance. For nonprofit executives, who must navigate complex stakeholder relationships, tight budgets and deadlines, this kind of emotional intelligence plays an oversized role in whether they'll succeed or struggle in the role.

Strategic Questions to Uncover Self-Awareness

Based on my work with nonprofit Executive teams and Boards, plus my research on executive assessment, here are five useful interview questions you can ask to help you gauge a candidate's self-awareness:

1. "What's one assumption people make about you that is not true?” This question reveals whether candidates understand how others perceive them. Look for genuine reflection rather than humble-bragging or non-answers.
   

2. "Tell me about a significant failure in your career and what you learned from it." This question reveals how candidates handle accountability and learn from setbacks. Look for ownership without deflecting blame, plus specific lessons learned and behavior changes they implemented.

3. "Describe a time when you received difficult feedback. How did you respond?"

   This question assesses how candidates handle criticism and their openness to growth. Look for honest discussion of the emotional impact on them, evidence they processed the feedback constructively, and absence of justification or blame toward the feedback giver.

4. "What energizes you most in your work, and what drains your energy?" This question acknowledges that leaders are real people with preferences on how they spend their time. Look for self-understanding of their own motivations, what types of work fill their cup vs. empty it, and their process for how they balance that load.
   

5. "Give me an example of when you realized you needed outside help or expertise. How did you go about getting it?"

   This question assesses whether candidates recognize their own limitations and can seek assistance strategically. Look for comfort with asking for help, specific details about when and how they sought help, and thoughtful decision-making about the process.

   
   

During the interview, you can order these questions in a way that makes sense for your interview style.

Green Flags and Red Flags

When interviewing, here are a few things to pay attention to.

• Watch for: comfort with vulnerability, openness in their stories and body language, specific examples in their answers, growth language, and references to others' feedback. 
  

• Warning signs include: consistently blaming others, inability to identify meaningful weaknesses, defensive or closed body language, overly rehearsed responses, and dismissing the importance of feedback.

Making It Work For Your Organization

I’d recommend involving multiple Board members and key staff in the interview process to get differing perspectives on how they answer. Also, be sure to check the candidate’s references and ask specifically about the candidate's self-awareness and coachability (their willingness to receive feedback openly and adapt their approach based on guidance from others).

Given the complex nature of nonprofit work and the relationships that executives must navigate with donors, staff, and community partners, I believe self-aware leaders are better equipped to build trust and represent your organization's values authentically over the long-term.

If you’re currently working on a staff search process and want to discuss this topic further, reach out to me at dan@ivesconsultingllc.com or feel free to book a complementary strategy session.

Thanks for reading,

Dan